Nonprofit and Voluntary Sector Quarterly

 

Advanced Search

Journal Navigation

Journal Home

Subscriptions

Archive

Contact Us

Table of Contents

Click here for more information

Sign In to gain access to subscriptions and/or personal tools.
This Article
Right arrow Free Full Text (Free PDF) Free
Right arrow References
Right arrow Alert me when this article is cited
Right arrow Alert me if a correction is posted
Right arrow Citation Map
Services
Right arrow Email this article to a friend
Right arrow Similar articles in this journal
Right arrow Similar articles in ISI Web of Science
Right arrow Alert me to new issues of the journal
Right arrow Add to Saved Citations
Right arrow Download to citation manager
Right arrowRequest Permissions
Right arrow Request Reprints
Right arrow Add to My Marked Citations
Citing Articles
Right arrow Citing Articles via HighWire
Right arrow Citing Articles via ISI Web of Science (6)
Right arrow Citing Articles via Google Scholar
Google Scholar
Right arrow Articles by Provan, K. G.
Right arrow Articles by Milward, H. B.
Right arrow Search for Related Content
Social Bookmarking
Add to CiteULike   Add to Connotea   Add to Del.icio.us   Add to Digg   Add to Reddit   Add to Technorati  
What's this?
Nonprofit and Voluntary Sector Quarterly, Vol. 33, No. 3, 489-514 (2004)
DOI: 10.1177/0899764004265718
© 2004 ASSOCIATION FOR RESEARCH ON NONPROFIT ORGANIZATIONS AND VOLUNTARY ACTION

Cooperation and Compromise: A Network Response to Conflicting Institutional Pressures in Community Mental Health

Keith G. Provan

University of Arizona

Kimberley R. Isett

Texas A&M University

H. Brinton Milward

University of Arizona

This article examines the evolution of a community-based network of mostly nonprofit health and human service agencies providing services to people with mental illness. The network was formed in response to a major shift in the state’s funding mechanism from fee-for-service to managed care. When confronted with conflicting institutional pressures from the state and the profession, the response was one of strategic balancing and compromise through development of an interorganizational network rather than by the passive conformity of individual agencies. How this network evolved and how compromise was achieved was examined. Data were collected shortly after the new system was first introduced and then 4 years later to allow longitudinal analysis of network evolution.

Key Words: organizational networks • cooperation/collaboration • institutional theory • mental health


Add to CiteULike CiteULike   Add to Connotea Connotea   Add to Del.icio.us Del.icio.us   Add to Digg Digg   Add to Reddit Reddit   Add to Technorati Technorati    What's this?


This article has been cited by other articles:


Home page
 J Public Adm Res TheoryHome page
K. G. Provan and P. Kenis
Modes of Network Governance: Structure, Management, and Effectiveness
J. Public Adm. Res. Theory., April 1, 2008; 18(2): 229 - 252.
[Abstract] [Full Text] [PDF]

Home page
 J Public Adm Res TheoryHome page
K. Huang and K. G. Provan
Resource Tangibility and Patterns of Interaction in a Publicly Funded Health and Human Services Network
J. Public Adm. Res. Theory., July 1, 2007; 17(3): 435 - 454.
[Abstract] [Full Text] [PDF]

Home page
 Journal of ManagementHome page
K. G. Provan, A. Fish, and J. Sydow
Interorganizational Networks at the Network Level: A Review of the Empirical Literature on Whole Networks
Journal of Management, June 1, 2007; 33(3): 479 - 516.
[Abstract] [PDF]